Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Accelerator Concept

  • Inicia sesión para ver los comentarios

  • Sé el primero en recomendar esto

Accelerator Concept

  1. 1. 1/13/2015 Ahmed Mahmoud Saad ACCELERATOR CONCEPT
  2. 2. 2 | Ahmed Mahmoud Saad 1. Contents Accelerator concept......................................................................................................................................4 1. Introduction ..........................................................................................................................................4 2. Accelerator concept structure ..............................................................................................................4 Accelerator concept structure......................................................................................................................5 1. Key Partners..........................................................................................................................................5 1.1. Startups.........................................................................................................................................5 1.2. Investors........................................................................................................................................5 1.3. Mentors.........................................................................................................................................5 1.4. Accelerator....................................................................................................................................5 2. Key Activities.........................................................................................................................................6 2.1. Awareness.....................................................................................................................................6 2.2. Application....................................................................................................................................6 2.3. Program.........................................................................................................................................6 2.4. Demo Day......................................................................................................................................6 2.5. Post Demo Day..............................................................................................................................6 3. Key Resources .......................................................................................................................................7 3.1. Human resources..........................................................................................................................7 3.2. Physical Resources........................................................................................................................7 3.3. Budget plan...................................................................................................................................7 4. Value Proposition..................................................................................................................................8 4.1. For Startups...................................................................................................................................8 4.2. For investors..................................................................................................................................8 4.3. For Accelerator..............................................................................................................................8 4.4. For Mentors ..................................................................................................................................8 4.5. For Society.....................................................................................................................................8 5. Customer Relationships ........................................................................................................................9 5.1. Before Program Starts...................................................................................................................9 5.2. During The Program......................................................................................................................9 6. Customer Segments..............................................................................................................................9 6.1. Business angels .............................................................................................................................9 6.2. VCs (venture capital).....................................................................................................................9
  3. 3. 3 | Ahmed Mahmoud Saad 6.3. Research universities ....................................................................................................................9 6.4. Governmental organizations ........................................................................................................9 6.5. Corporate with invest programs...................................................................................................9 6.6. Companies with Small teams........................................................................................................9 6.7. Teams with an Idea.......................................................................................................................9 7. Channels..............................................................................................................................................10 7.1. Events and Business Communities..............................................................................................10 7.2. Business Specific Publications.....................................................................................................10 7.3. Social Media................................................................................................................................10 7.4. Web Ads......................................................................................................................................10 8. Revenue Streams................................................................................................................................10 8.1. Accelerator revenue....................................................................................................................10
  4. 4. 4 Accelerator concept | Ahmed Mahmoud Saad Accelerator concept 1. Introduction In 2005 the seed accelerator was born in Silicon Valley, the home of many serial entrepreneurs in the software industry. Seed accelerators allow for startups, investors and entrepreneurs to connect with each other and have become a way of shaping startups into scalable and viable businesses. 2. Accelerator concept structure There will be 8 elements that well explain the accelerator concept, each element has number of subject and will be explained one by one Figure 1, The Accelerator concept structure Key Partners Customer Relationship s Revenue Streams Channels Key Activities Key Resources Value Proposition Customer Segments
  5. 5. 5 Accelerator concept structure | Ahmed Mahmoud Saad Accelerator concept structure 1. Key Partners 1.1. Startups The program is meant to aid the startups in developing their business concept and connect them to investors in order to secure additional funding once the program is over. 1.2. Investors As previously stated, the main incentive for startups to take part in an accelerator program is the connection to a network of investors and mentors. In order to provide startups with this service, the accelerator must entice investors to be an active part of the network. Obviously, accelerators need to attract investors to their network in order to provide the desired value to the startups. Conversely, investors have an interest in presumptive future investment objects. In this way the investors become a natural part of the network and thus a stakeholder to the accelerator. 1.3. Mentors. The third actor in the accelerating concept is the mentor. As a natural part of the education that enhances the human capital within the startups and because of their entrepreneurial expertise, they are the primary value-adders of the accelerator program. 1.4. Accelerator Accelerator helps startups define and build their initial products, identify promising customer segments, and secure resources, including capital, shelter and mentors.
  6. 6. 6 Key Activities | Ahmed Mahmoud Saad 2. Key Activities 2.1. Awareness The awareness phase refers to the time when a startup teams becomes aware of the existence of an accelerator. Maybe the most efficient way to become better known is to recruit acknowledged and experienced mentors that can attract more entrepreneurs. 2.2. Application The application process usually consists of filling out an online application as the first step. If an application is deemed interesting by the accelerator the applicants will be called upon for an interview. Many of the programs have a very high application rate, the most well known accept less than 1% of the applicants. It is therefore important that the selection is made by a qualified and experienced jury that can assess the applicants and their potential Program 2.3. Program -During this phase, the startups focus on developing their products, continuously supported by mentors. -Many accelerators, such as TechStars, Springboard and Startup Sauna require their teams to live in the city where the program is held. This enables more active participation and increases the teams’ opportunities to interact with each other. -Moreover, some accelerators think that the startups should work at the designated office spaces, in order to benefit as much as possible from peer support. 2.4. Demo Day -The program usually ends with a Demo Day, which gives the startups an opportunity to meet with investors. -Each team gets a set time frame of up to ten minutes to pitch their product. -This day is very important for the startup and maybe equally valuable to the investors. It is a great opportunity to listen to many product pitches and the startups that are pitching are in a way approved as worthy of investment. 2.5. Post Demo Day The startup has now finished the program and has to manage on its own. The amount of engagement of the accelerator in a certain startup after the program is over depends mostly on how much equity is retained.
  7. 7. 7 | Ahmed Mahmoud Saad The Accelerator Cycle 3. Key Resources There will be some questions will have to be answered in order to make the business model work effectively:- What Key Resources do our Value Propositions require? Our distribution channels? Customer relationships? Revenue streams? 3.1. Human resources Marketing team -Responsible for marketing the program Business development team -Acquiring new key partner needs a business team to contact, meet, closing deals and develop the current key partner network. Operational team -To Manage and coordinate the communication between key partner. 3.2. Physical Resources Such as a building with offices to host start up teams and a place to held events, and it may be owned by the company or provided by sponsors. 3.3. Budget plan Awareness Application Post Demo Day Demo DayProgram  Social Media  Events & Communities  Web Based  Focus on Teams  Focus on Mentoring  Build the Project  Pitch the Product  Connect with investors  Startups on its Own  Take Part in Alumni Network
  8. 8. 8 Value Proposition | Ahmed Mahmoud Saad 4. Value Proposition A Value Proposition creates value for a Customer Segment through a distinct mix of elements catering to that segment’s needs. 4.1. For Startups There are two advantages of joining an accelerator that are important. First, the fact that the program can offer connections to future capital is of significant importance. Second, the access to the mentor network makes it possible for the team members in the startup to increase their human capital. 4.2. For investors The product and business model of the startup becomes more refined. After completing the program the startups are presented as more attractive investment objects than they would have been without participating in the program. - The conclusion is that maybe the single most important part of the accelerator’s operations is to provide attractive investment opportunities to investors. 4.3. For Accelerator In return of services provided to startups, accelerators offer, they take equity in the company. 4.4. For Mentors -Mentors often participate in the program without compensation, sometimes for a symbolic compensation. -The main incentive for mentors to participate is not monetary incentive but rather altruistic approach. 4.5. For Society In a larger context, societies and governments benefit from a flourishing and viable innovation system, where companies can grow and jobs be created. It is also desirable to foster a positive environment for entrepreneurs and innovators supporting new ideas, which can contribute to technology development and the rise of future startups.
  9. 9. 9 Customer Relationships | Ahmed Mahmoud Saad 5. Customer Relationships -The Customer Relationships subject describes the types of relationships a company establishes with specific customer Segments - A Company should clarify the type of relationship it wants to establish with each Customer Segment. Relationships can range from personal to automate. 5.1. Before Program Starts Customer acquisition work need to be done by Business Developing team. 5.2. During The Program Operation team will be the responsible for managing the day to day communications. 6. Customer Segments The Customer Segments subject defines the different groups of people or organizations an enterprise aims to reach and serve 6.1. Business angels Individuals who provides capital for a business start-up, usually in exchange of convertible debt or ownership equity. 6.2. VCs (venture capital) Wealthy investors, investment banks and other financial institutions that pool such investments or partnerships. 6.3. Research universities 6.4. Governmental organizations 6.5. Corporate with invest programs 6.6. Companies with Small teams 6.7. Teams with an Idea
  10. 10. 10 Channels | Ahmed Mahmoud Saad 7. Channels The Channels subject describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition Communication; sales Channels comprise a company's interface with customers. Channels are customer touch points that play an important role in the customer experience. Channels consist of several functions, including: 7.1. Events and Business Communities 7.2. Business Specific Publications 7.3. Social Media 7.4. Web Ads 8. Revenue Streams 8.1. Accelerator revenue If the startup success in draw an investor attention after demo day, there will be an agreement to give the accelerator between 2% and 10% as equity from the company, depends on services provided by the accelerator.
  11. 11. 11 Revenue Streams | Ahmed Mahmoud Saad References:- -Accelerating Success: A Study of Seed Accelerators and Their Defining Characteristics. Bachelor Thesis in Industrial Engineering and Management CHALMERS UNIVERSITY OF TECHNOLOGY Gothenburg, Sweden 2012 Bachelor Thesis TEKX04-12-10 -Case studies from Y compainator, EUROPEAN ACCELERATORS, The German Silicon Valley Accelerator. -Business Model Generation, a Handbook for Visionaries, Game Changers, and Challengers, Written by Alexander Osterwalder and Yves Pigneur(2011)

×